CONTENTS INTRODUCTION “Every Day,There Is a New Question” 1 UNDERNEATH IT ALL 1. MISSION AND VALUES So Much Hot Air About Something So Real 13 2. CANDOR The Biggest Dirty Little Secret in Business 25 3. DIFFERENTIATION Cruel and Darwinian? Try Fair and Effective 37 4. VOICE AND DIGNITY Every Brain in the Game 53 —v— CONTENTS YOUR COMPANY 5. LEADERSHIP It’s Not Just About You 61 6. HIRING What Winners Are Made Of 81 7. PEOPLE MANAGEMENT You’ve Got the Right Players. Now What? 97 8. PARTING WAYS Letting Go Is Hard to Do 119 9. CHANGE Mountains Do Move 133 10.CRISIS MANAGEMENT From Oh-God-No to Yes-We’re-Fine 147 YOUR COMPETITION 11. STRATEGY It’s All in the Sauce 165 12.BUDGETING Reinventing the Ritual 189 13. ORGANIC GROWTH So You Want to Start Something New 205 14. MERGERS AND ACQUISITIONS Deal Heat and Other Deadly Sins 217 15. SIX SIGMA Better Than a Trip to the Dentist 245 — vi — CONTENTS YOUR CAREER 16. THE RIGHT JOB Find It and You’ll Never Really Work Again 255 17. GETTING PROMOTED Sorry, No Shortcuts 277 18. HARD SPOTS That Damn Boss 299 19.WORK-LIFE BALANCE Everything You Always Wanted to Know About Having It All (But Were Afraid to Hear) 313 TYING UP LOOSE ENDS 20.HERE, THERE, AND EVERYWHERE The Questions That Almost Got Away 339 Acknowledgments 360 Index 363 — vii — About the Author Other Books by Jack Welch Credits Cover Copyright About the Publisher Introduction “EVERY DAY, THERE IS A NEW QUESTION” AF T E R I F I N I S H E D my autobiography—a fun but crazily intense grind that I wedged into the corners of my real job at the time—I swore I’d never write another book again. But I guess I did. My excuse, if there is one, is that I didn’t actually come up with the idea for this book. It was given to me. It was a retirement present, if you will, from the tens of thou- sands of terrific people I have met since I left GE—the energized, curious, gutsy, and ambitious men and women who have loved business enough to ask me every possible question you could imagine. In order to answer them, all I had to do was figure out what I knew, sort it out, codify it, and borrow their stories—and this book was off and running. The questions I’m referring to first started during the promo- tional tour for my autobiography in late 2001 and through much of 2002, when I was overwhelmed by the emotional attachment — 1 — INTRODUCTION people seemed to have to GE. From coast to coast, and in many countries around the world, people told me touching stories about their experiences working for the company, or what hap- pened when their sister, dad, aunt, or grandfather did. But with these stories, I was also surprised to hear how much more people wanted to know about getting business right. Radio call-in guests pressed me to explain GE’s system of differentiation, which separates employees into.

1. CONTENTS
INTRODUCTION
“Every Day,There Is a New Question” 1
UNDERNEATH IT ALL
1. MISSION AND VALUES
So Much Hot Air About Something So Real 13
2. CANDOR
The Biggest Dirty Little Secret in Business 25
3. DIFFERENTIATION
Cruel and Darwinian? Try Fair and Effective 37
4. VOICE AND DIGNITY
Every Brain in the Game 53
—v—
CONTENTS

2. YOUR COMPANY
5. LEADERSHIP
It’s Not Just About You 61
6. HIRING
What Winners Are Made Of 81
7. PEOPLE MANAGEMENT
You’ve Got the Right Players. Now What? 97
8. PARTING WAYS
Letting Go Is Hard to Do 119
9. CHANGE
Mountains Do Move 133
10.CRISIS MANAGEMENT
From Oh-God-No to Yes-We’re-Fine 147
YOUR COMPETITION
11. STRATEGY
It’s All in the Sauce 165
12.BUDGETING
Reinventing the Ritual 189

3. 13. ORGANIC GROWTH
So You Want to Start Something New 205
14. MERGERS AND ACQUISITIONS
Deal Heat and Other Deadly Sins 217
15. SIX SIGMA
Better Than a Trip to the Dentist 245
— vi —
CONTENTS
YOUR CAREER
16. THE RIGHT JOB
Find It and You’ll Never Really Work Again 255
17. GETTING PROMOTED
Sorry, No Shortcuts 277
18. HARD SPOTS
That Damn Boss 299
19.WORK-LIFE BALANCE
Everything You Always Wanted to Know
About Having It All (But Were Afraid to Hear) 313

4. TYING UP LOOSE ENDS
20.HERE, THERE, AND EVERYWHERE
The Questions That Almost Got Away 339
Acknowledgments 360
Index 363
— vii —
About the Author
Other
Books by Jack Welch
Credits
Cover
Copyright
About the Publisher
Introduction
“EVERY DAY, THERE IS
A NEW QUESTION”
AF T E R I F I N I S H E D my autobiography—a fun but

5. crazily intense grind that I wedged into the corners of my real
job
at the time—I swore I’d never write another book again.
But I guess I did.
My excuse, if there is one, is that I didn’t actually come up with
the idea for this book.
It was given to me.
It was a retirement present, if you will, from the tens of thou-
sands of terrific people I have met since I left GE—the
energized,
curious, gutsy, and ambitious men and women who have loved
business enough to ask me every possible question you could
imagine. In order to answer them, all I had to do was figure out
what I knew, sort it out, codify it, and borrow their stories—and
this book was off and running.
The questions I’m referring to first started during the promo-
tional tour for my autobiography in late 2001 and through much
of 2002, when I was overwhelmed by the emotional attachment
— 1 —
INTRODUCTION
people seemed to have to GE. From coast to coast, and in many
countries around the world, people told me touching stories
about their experiences working for the company, or what hap-
pened when their sister, dad, aunt, or grandfather did.
But with these stories, I was also surprised to hear how much
more people wanted to know about getting business right.

6. Radio call-in guests pressed me to explain GE’s system of
differentiation, which separates employees into three
performance
categories and manages them up or out accordingly. People
attending book-signing events wanted to know if I really meant
it
when I said the head of human resources at every company
should
be at least as important as the CFO. (I did!) At a visit to the
University of Chicago business school, an MBA from India
asked
me to explain more fully what a really good performance
appraisal
should sound like.
The questions didn’t stop after the book tour. They contin-
ued—in airports, restaurants, and elevators. Once a guy swam
over
to me in the surf off Miami Beach to ask me what I thought
about
a certain franchise opportunity he was considering. But mainly
they’ve come at the 150 or so Q & A sessions I have
participated
in over the past three years, in cities around the world from
New
York to Shanghai, from Milan to Mexico City. In these sessions,
which have ranged from thirty to five thousand audience mem-
bers, I sit on a stage with a moderator, usually a business
journalist,
and I try to answer anything the audience wants to throw at me.
And throw they have—questions about everything from cop-
ing with Chinese competition, to managing talented but difficult
people, to finding the perfect job, to implementing Six Sigma,
to

7. hiring the right team, to leading in uncertain times, to surviving
mergers and acquisitions, to devising a killer strategy.
What should I do, I’ve heard, if I deliver great results but I
work
for a jerk who doesn’t seem to care, or if I’m the only person in
my
— 2 —
INTRODUCTION
company who thinks change is necessary, or if the budget
process
in my company is full of sandbagging, or I’m about to launch a
great new product and headquarters doesn’t want to give me the
autonomy and resources I need?
What can I do, people have asked, if managers in my company
don’t really tell it like it is, or I have to let go of an employee I
really like but who just can’t hack it, or I have to help lead my
orga-
nization through the crisis we’ve been trying to deal with for a
year?
There have been questions about juggling the colliding
demands of kids, career, and all that other stuff you want to do,
like
play golf, renovate your house, or raise money in a walkathon.
There have been questions about landing the promotion of your
dreams—without making any enemies. There have been ques-
tions about macroeconomic trends, emerging industries, and
currency fluctuations.

8. There have been literally thousands of questions. But most of
them come down to this:
What does it take to win?
And that is what this book is about—winning. Probably no
other topic could have made me want to write again!
Because I think winning is great. Not good—great.
Winning in business is great be-
cause when companies win, people
thrive and grow. There are more
jobs and more opportunities every-
where and for everyone. People feel
upbeat about the future; they have
the resources to send their kids to
college, get better health care, buy
vacation homes, and secure a com-
fortable retirement. And winning
affords them the opportunity to
literally thousands of
to this:
take to win?
I have been asked
questions. But most
of them come down
What does it
— 3 —

9. INTRODUCTION
I think winning is
great. Because when
are more jobs and more
great. Not good—
companies win, people
thrive and grow. There
opportunities.
give back to society in hugely im-
portant ways beyond just paying
more taxes—they can donate time
and money to charities and mentor
in inner-city schools, to name just
two. Winning lifts everyone it
touches—it just makes the world a
better place.
When companies are losing, on
the other hand, everyone takes a hit.
People feel scared. They have less fi-
nancial security and limited time or
money to do anything for anyone else. All they do is worry and
upset their families, and in the meantime, if they’re out of work,
they pay little, if any, taxes.
Let’s talk about taxes for a minute. In fact, let’s talk about gov-
ernment in general.

10. Obviously, government is a vital part of society. First and fore-
most, it does nothing less than protect us all from the insidious
and
persistent challenges to national security that are with us now
and
for the foreseeable future. But government provides much more:
the justice system, education, police and fire protection,
highways
and ports, welfare and hospitals. The list could go on and on.
But even with the virtues of government, it is critical to re-
member that all of its services come from some form of tax rev-
enue. Government makes no money of its own. And in that way,
government is the support for the engine of the economy, it is
not
the engine itself.
Winning companies and the people who work for them are
the engine of a healthy economy, and in providing the revenues
for government, they are the foundation of a free and
democratic
society.
— 4 —
INTRODUCTION
That’s why winning is great.
Now, it goes without saying that you have to win the right
way—cleanly and by the rules. That’s a given. Companies and
people that don’t compete fairly don’t deserve to win, and
thanks

11. to well-honed internal company processes and government regu-
latory agencies, the bad guys are usually found and kicked out
of
the game.
But companies and people in business that are honest—and
that’s the vast, vast majority—must find the way to win.
This book offers a road map.
It is not, incidentally, a road map just for senior level managers
and CEOs. If this book helps them, terrific. I hope it does. But
this
book is also very much for people on the front lines: business
owners, middle managers, people running factories, line
workers,
college graduates looking at their first jobs, MBAs considering
new careers, and entrepreneurs. My main goal with this book is
to
help the people with ambition in their eyes and passion running
through their veins, wherever they are in an organization.
You will meet a lot of people in this book. Some may remind
you of yourself, some may just seem very familiar:
There’s the CEO who presents the company with a list of
noble values—say, quality, customer service, and respect—but
never really explains what it means to live them. There’s the
mid-
dle manager who fumes during a meeting with another division
of his company, knowing that his coworkers could do so much
more—if they just stopped patting themselves on the back for a
minute. There is the employee who has been underperforming
for years but is just so friendly and nice—and clueless—you
can’t
bring yourself to let her go. There is the colleague you can’t

12. look
in the eye because he is a “Dead Man Walking,” slowly and
painfully being managed out the door. There are the employees
who eat lunch every day at what they have dubbed “The Table
— 5 —
INTRODUCTION
and spread it around,
Have a positive attitude
never let yourself be a
victim, and for goodness’
sake—have fun.
of Lost Dreams,” making a show
of their resentment of authority.
There’s the engineer who spent
fifteen years building a great career,
only to throw it in one day when she
realized that she had juggled life and
work to make everyone happy—but
herself.
You’ll also meet a lot of people
whose stories are examples of innovation, insight, and grit.
There’s David Novak, the energetic young CEO of Yum!
Brands, who has turned every one of Yum!’s more than thirty-
three thousand restaurant chain outlets into a laboratory of new
ideas and the entire organization into a learning machine.
There’s
Denis Nayden, the consummate change agent, who never settles

13. for good enough and has intensity to burn. There’s Jimmy
Dunne,
who rebuilt his company out of the ashes of the World Trade
Center, using love, hope, and an attitude that anything is
possible.
There’s Susan Peters, a working mother and the No. 2 HR
execu-
tive at GE, who could write a book herself on successfully navi-
gating the hills and valleys of work-life balance. There is Chris
Navetta, the CEO of U.S. Steel Kosice, who helped transform a
struggling city in Slovakia while turning a former state-owned
steel mill into a flourishing, profitable enterprise. There’s
Kenneth
Yu, the head of 3M’s Chinese operations, who catapulted his
busi-
nesses from modest to high growth by throwing out the phony
ritual of annual budgeting and replacing it with a sky’s-the-
limit
dialogue about opportunities. There’s Mark Little, who was
devas-
tated after a demotion at GE but fought his way back to a huge
promotion with courage, perseverance, and great results.
People are everything when it comes to winning, and so this
book is a lot about people—in some cases, the mistakes they’ve
— 6 —
INTRODUCTION
made, but more often, their successes. But mostly this book is
about ideas and the power of putting them into action.
Now, at this point, there might be readers out there who are

14. skeptical. They’re thinking: Winning is just too nuanced and
com-
plex a topic to cover in twenty chapters. I don’t care how many
people and ideas are in this book!
Yes, winning is nuanced and complex, not to mention brutally
hard.
But it also happens to be achievable. You can win. But to do
that, you need to know what makes winning happen.
This book offers no easy formulas. There are none.
Depending on the chapter, this book does, however, give you
guidelines to follow, rules to consider, assumptions to adopt,
and
mistakes to avoid. The strategy chapter provides a three-step
process; the chapter on finding the right job offers you good
signs
and warning signals. There are also several themes you’ll hear
again and again: the team with the best players wins, so find
and
retain the best players; don’t overbrain things to the point of
inaction; no matter what part of a business you’re in, share
learning
relentlessly; have a positive attitude and spread it around; never
let
yourself be a victim; and for goodness’ sake—have fun.
Yes, have fun.
Business is a game, and winning that game is a total blast!
THE ROAD AHEAD
Before we get started, a word on how this book is organized. It
has

15. four parts.
The first, called “Underneath It All,” is conceptual. It certainly
contains more management philosophy than most
businesspeople
have time for on any given day, and certainly more than I ever
thought about in one sitting when I was working the day shift.
But
— 7 —
INTRODUCTION
there is a substructure of principles to my approach to business,
and so I lay them out in this first part.
In brief, the four principles are about the importance of a
strong mission and concrete values; the absolute necessity of
can-
dor in every aspect of management; the power of
differentiation,
meaning a system based on meritocracy; and the value of each
in-
dividual receiving voice and dignity.
The next section of this book, “Your Company,” is about the
innards of organizations. It’s about mechanics—people,
processes,
and culture. Its chapters look at leadership, hiring, people
manage-
ment, letting people go, managing change, and crisis
management.
After “Your Company” comes “Your Competition,” the sec-

16. tion of this book about the world outside your organization. It
dis-
cusses how you create strategic advantages, devise meaningful
budgets, grow organically, grow through mergers and
acquisitions,
and it attempts to demystify a topic that never ceases to intrigue
and baffle people, the quality program Six Sigma.
The next section of this book is called “Your Career,” and it’s
about managing the arc and the quality of your professional life.
It
starts with a chapter on finding the right job, not just a first job
but
the right job at any point in your career. It also includes a
chapter
on what it takes to get promoted, and another on a hard spot we
all
find ourselves in at one time or another—working for a bad
boss.
The last chapter of this section addresses the very human desire
to
have it all—all at the same time—which as you already know,
you
can’t really do. You can, however, know what your boss thinks
about the matter, and you should—and that’s one aspect of this
chapter.
The last section of this book is called “Tying Up Loose Ends,”
and in it, I answer nine questions that did not fall into any of
the
above categories. They concern managing the “China threat,”
di-
versity, the impact of new regulations like the Sarbanes-Oxley
— 8 —

17. INTRODUCTION
Act, and how business should respond to societal crises like
AIDS.
There is also a question in there about how my successor, Jeff
Im-
melt, is doing (in a word, great), the status of my golf game,
and
whether I think I’ll go to heaven.
Now, that was a question that stopped me!
As for the rest of the questions in this book—they didn’t ex-
actly stop me, but they did challenge me to think hard about
what
I believe and why.
This book has a lot of answers, but not all—because business is
always changing and the world is always changing.
As a Dutch entrepreneur said to me last year, “Every day in life,
there is a new question. That is what keeps us going.”
There are new questions—and new answers too. In fact, I have
learned almost as much about business since I left GE as when I
worked there. I learned from every single question asked of me.
And I hope my responses will help you learn too.
— 9 —

18. UNDERNEATH IT ALL
1. MISSION AND VALUES
So Much Hot Air About Something So Real 13
2. CANDOR
The Biggest Dirty Little Secret in Business 25
3. DIFFERENTIATION
Cruel and Darwinian? Try Fair and Effective 37
4. VOICE AND DIGNITY
Every Brain in the Game 53
1
Mission and Values
SO MUCH HOT AIR ABOUT
SOMETHING SO REAL
BE A R W I T H M E , if you will, while I talk about mission
and values.
I say that because these two terms have got to be among the
most abstract, overused, misunderstood words in business.
When I
speak with audiences, I’m asked about them frequently, usually

19. with some level of panic over their actual meaning and
relevance.
(In New York, I once got the question “Can you please define
the
difference between a mission and a value, and also tell us what
dif-
ference that difference makes?”) Business schools add to the
con-
fusion by having their students regularly write mission
statements
and debate values, a practice made even more futile for being
car-
ried out in a vacuum. Lots of companies do the same to their
sen-
ior executives, usually in an attempt to create a noble-sounding
plaque to hang in the company lobby.
Too often, these exercises end with a set of generic platitudes
that do nothing but leave employees directionless or cynical.
Who
doesn’t know of a mission statement that reads something like,
— 13 —
UNDERNEATH IT ALL
“XYZ Company values quality and service,” or, “Such-and-Such
Company is customer-driven.” Tell me what company doesn’t
value quality and service or focus on its customers! And who
doesn’t know of a company that has spent countless hours in
emo-
tional debate only to come up with values that, despite the good
intentions that went into them, sound as if they were plucked
from

20. an all-purpose list of virtues including “integrity, quality, excel-
lence, service, and respect.” Give me a break—every decent
com-
pany espouses these things! And frankly, integrity is just a
ticket to
the game. If you don’t have it in your bones, you shouldn’t be
al-
lowed on the field.
By contrast, a good mission statement and a good set of values
are so real they smack you in the face with their concreteness.
The
mission announces exactly where you are going, and the values
describe the behaviors that will get you there. Speaking of that,
I
prefer abandoning the term values altogether in favor of just
behav-
iors. But for the sake of tradition, let’s stick with the common
ter-
minology.
FIRST: ABOUT THAT MISSION . . .
In my experience, an effective mission statement basically
answers
one question: How do we intend to win in this business?
It does not answer: What were we good at in the good old
days? Nor does it answer: How can we describe our business
so that no particular unit or division or senior executive gets
pissed off?
Instead, the question “How do we intend to win in this busi-
ness?” is defining. It requires companies to make choices about
people, investments, and other resources, and it prevents them
from falling into the common mission trap of asserting they will

21. be all things to all people at all times. The question forces
compa-
— 14 —
MISSION AND VALUES
nies to delineate their strengths and weaknesses in order to
assess
where they can profitably play in the competitive landscape.
Yes,profitably—that’s the key. Even Ben & Jerry’s, the
crunchy-
granola, hippy, save-the-world ice cream company based in
Vermont, has “profitable growth” and “increasing value for
stake-
holders” as one of the elements of its three-part mission
statement
because its executives know that without financial success, all
the
social goals in the world don’t have a chance.
That’s not saying a mission shouldn’t be bold or aspirational.
Ben & Jerry’s, for instance, wants to sell “all natural ice cream
and
euphoric concoctions” and “improve the quality of life locally,
na-
tionally and internationally.” That kind of language is great in
that
it absolutely has the power to excite people and motivate them
to
stretch.
At the end of the day, effective mission statements balance the

22. possible and the impossible. They give people a clear sense of
the
direction to profitability and the inspiration to feel they are part
of
something big and important.
Take our mission at GE as an example. From 1981 through
1995, we said we were going to be “the most competitive enter-
prise in the world” by being No. 1 or No. 2 in every market—
fixing, selling, or closing every underperforming business that
couldn’t get there. There could be no doubt about what this
mission meant or entailed. It was specific and descriptive, with
nothing abstract going on. And it
was aspirational, too, in its global
ambition.
This mission came to life in a
bunch of different ways.First off,in a
time when business strategy was
mainly kept in an envelope in head-
quarters and any information about
Effective mission
statements balance
the possible and the
impossible.
— 15 —
UNDERNEATH IT ALL
it was the product of the company gossip mill, we talked openly
about which businesses were already No. 1 or No. 2, and which
businesses had to get repaired quickly or be gone. Such candor

23. shocked the system, but it did wonders for making the mission
real
to our people. They may have hated it when businesses were
sold,
but they understood why.
Moreover, we harped on the mission constantly, at every meet-
ing large and small. Every decision or initiative was linked to
the
mission. We publicly rewarded people who drove the mission
and
let go of people who couldn’t deal with it for whatever reason,
usually nostalgia for their business in the “good old days.”
Now, it is possible that in 1981 we could have come up with an
entirely different mission for GE. Say after lots of debate and
an
in-depth analysis of technology, competitors, and customers,we
had
decided we wanted to become the most innovative designer of
elec-
trical products in the world. Or say we had decided that our
most
profitable route would have been to quickly and thoroughly
global-
ize every business we had, no matter what its market position.
Either of these missions would have sent GE off on an entirely
different road from the one we
Setting the mission
is top management’s
cannot be delegated
people ultimately held

24. accountable for it.
responsibility. A mission
to anyone except the
took. They would have required us
to buy and sell different businesses
than we did, or hire and let go of
different people, and so forth. But
technically, I have no argument with
them as missions. They are concrete
and specific. Without doubt, the
electrical products mission would
have come as a comfort to most
people in GE. After all, that’s what
most thought we were. The global
— 16 —
MISSION AND VALUES
focus mission would have probably alarmed others. Rapid
change
usually does.
A final word about missions, and it concerns their creation.
How do you come up with one?
To me, this is a no-brainer. You can get input from anywhere—
and you should listen to smart people from every quarter. But
set-
ting the mission is top management’s responsibility. A mission
cannot, and must not, be delegated to anyone except the people

25. ultimately held accountable for it.
In fact, a mission is the defining moment for a company’s lead-
ership.
It’s the true test of its stuff.
. . . AND NOW ABOUT THOSE VALUES
As I said earlier, values are just behaviors—specific, nitty-
gritty,
and so descriptive they leave little to the imagination. People
must
be able to use them as marching orders because they are the how
of
the mission, the means to the end—winning.
In contrast to the creation of a mission, everyone in a company
should have something to say about values.Yes, that can be a
messy
undertaking. That’s OK. In a small enterprise, everyone can be
in-
volved in debating them in all kinds of meetings. In a larger
orga-
nization, it’s a lot tougher. But you can use company-wide
meetings, training sessions, and the like, for as much personal
dis-
cussion as possible, and the intranet for broader input.
Getting more participation really makes a difference, giving
you more insights and more ideas, and at the end of the process,
most importantly, much more extensive buy-in.
The actual process of creating values, incidentally, has to be it-
erative. The executive team may come up with a first version,
but

26. — 17 —
UNDERNEATH IT ALL
it should be just that, a first version. Such a document should go
out to be poked and probed by people all over an organization,
over and over again. And the executive team has to go out of
their
way to be sure they’ve created an atmosphere where people feel
it
is their obligation to contribute.
Now, if you’re in a company where speaking up gets you
whacked, this method of developing values just isn’t going
to work. I understand that, and as long as you stay, you’re going
to
have to live with that generic plaque in the front hall.
But if you’re at a company that does welcome debate—and
many do—shame on you if you don’t contribute to the process.
If
you want values and behaviors that you understand and can live
with yourself, you have to make the case for them.
IT’S IN THE NITTY-GRITTY DETAILS
When I first became CEO, I was certainly guilty of endorsing
vague, too cryptic values. For instance, in 1981, I wrote in the
an-
nual report that GE leaders “face reality”and “live excellence”
and
“feel ownership.” These platitudes sure sounded good, but they
had a long way to go toward describing real behaviors.

27. By 1991, we had made a lot of progress. Over the course of the
previous three years, more than five thousand employees spent
some portion of their time participating in the development of
our values. The result was much more concrete. We printed
them
on laminated wallet cards. The text included imperatives such
as “Act in a boundaryless fashion—always search for and apply
the best ideas regardless of their source” and “Be intolerant of
bureaucracy” and “See change for the growth opportunity it
brings.”
Of course, some of these behaviors required further explana-
— 18 —
MISSION AND VALUES
tion and interpretation. And we did that all the time, at
meetings,
during appraisals, and at the watercooler.
Since leaving GE, I’ve realized how much further still we
might have been able to push the discussion about values and
be-
haviors. In 2004, I watched Jamie Dimon and Bill Harrison
work
together to develop values and behaviors for the new company
created by the merger of Bank One and JPMorgan Chase. The
document they used to open the dialogue came from Bank One,
and it listed values and their corresponding behaviors with a
level
of detail I had never seen before.

28. Take the value “We treat customers the way we would want to
be treated.” That’s pretty tangible, but Bank One had literally
identified the ten or twelve behaviors that made that value come
to life. Here are some of them:
■ Never let profit center conflicts get in the way of
doing what is right for the customer.
■ Give customers a good, fair deal. Great customer
relationships take time. Do not try to maximize
short-term profits at the expense of building those
enduring relationships.
■ Always look for ways to make it easier to do
business with us.
■ Communicate daily with your customers. If they
are talking to you, they can’t be talking to a
competitor.
■ Don’t forget to say thank you.
— 19 —
UNDERNEATH IT ALL
Another value Bank One had was: “We strive to be the low-
cost provider through efficient and great operations.” Some of
the
prescribed behaviors included:
■ …